Customer Satisfaction

The Nondenominational market Is now a buyers market and the general economic slowdown makes adumbrative for industry participants to stay ahead of demand trends, said the firm. vehiclesComercialvehiclesThreewheelersSeries1 Two wheelers 78. 63%Passenger vehicles 10. 44%commercial vehicles 4. 03%Three wheelers Two-wheelers: Market Size & Growth terms of volume, units of two- wheelers were sold In the country lamp{2005 with 256,765 units exported.

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The total two-wheeler sales of the Indian Interconnected for around 77. 5% of the total vehicles sold in the period mentioned-After facing its worst recession during the early asses, the industry bounced back with AAA% increase in volume sales in FYI 1995. However, the momentum could not be sustained sales growth dipped to 20% in FYI 1996 and further down to 12% in FYI 1997. Tectonic slowdown in FYI 1998 took a heavy toll of two-wheeler sales, with the year-on-year sales (volume) growth rate declining to 3%o that year.

However, sales picked aftertastes mainly on the strength of an increase in the disposable income of middle-incommensurable people (following the implementation of the Fifth Pay Commission’srecommendations), higher access to relatively Inexpensive financing, underclass availability of fuel efficient two-wheeler models. Nevertheless, this phenomenon proved short-lived and the two-wheeler sales declined marginally In Fatter. This was followed by a revival In sales growth for the Industry In P{2002.

Although, advertorial two-wheeler sales increased in PAYOFF, the scooter Andromeda wheeler sales led by higher growth in motorcycles even as the sales of scooters and nonprescription to decline. Healthy growth in two-wheeler sales during PAYOFF was led bigmouth in motorcycles even as the scooters segment posted healthy growth while the age-20 Segmental Growth of the Indian Two Wheeler Industry segmental classification and Characterless The three main product segments in the two-wheeler category are scooters, motorcycles mopeds.

However, in response to evolving demographics and various other factors,other sub-segment emerged, biz scooter’s, sugarless scooters,and- stroke scooters. While first two emerged as response to response demographic changes, the introduction or 4-stroke scooters has followed the imposition of stringent pollution controls norms in ethereally 2000, Besides, these prominent sub- segments, product group within these sub-segments have gained importance in the recent years.

Customer Satisfaction

Therefore, as a student of the department I go attached to Jejuna Bank Ltd to complete my supervisor Dry. A. N. M. Sibyl Oman Khan Department of Business Administration, Independent University of Bangladesh. According to his valuable guidance, constructive, supervision, instructions and advice ND for motivating me to do this report. At the same time, I am also grateful to the Human resource division, Head office, Jejuna Bank Ltd for giving me opportunity to undergo the internship program. My placement of internship program was at Mikhail Branch.

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This report would not have been possible without the dedication and contribution of a number of individuals. First, I would like to express my gratitude to all employees of the Department of Credit of Jejuna Bank Ltd at this branch. They are eagerness helps me in every step of the way and encouraged me to propel myself higher. To all those so freely offered their advices and encouragements in this endeavor; I offer my most sincere appreciations. They have been very helpful in showing me the work process and provided relevant information for my report whenever I approached.

They never hesitated or did not feel disturbed when I asked questions. It was a great opportunity to do internship in such an organization. The experiences I have gathered will be very beneficial for building my career. Executive Summary This study attempts to evaluate Job satisfaction of “Jejuna Bank Ltd” employees. Banking sector plays a pivotal role in the economic development of a country. Since one of the key factors of an organization is its employees, the success or failure of the organization largely depends on their satisfaction or dissatisfaction.

Thus, the present study focuses on the relative importance of Job satisfaction factors and their impacts on the overall Jab satisfaction of officers. A total number of 35 employees satisfaction had significant positive correlation with performance-based compensation but significant negative correlation with selection and training. Job satisfaction had no significant contribution to motivation. Finally, some recommendations are make to improve the situation of employee’s Job satisfaction. 1. 0 Introduction Bangladesh economy has been experiencing a rapid growth since the ‘ass.

Arbitration and lifestyle changes concurrent with the economic development created a demand for banking products and services to support the new initiatives as well as to channeling consumer investments in a profitable manner. A group of highly acclaimed businessmen of the country grouped together to responded to this need and established Jejuna Bank Limited in the year 2001 and started its commercial operation on 3rd June, Jejuna Bank Limited BLOB) is a Banking Company registered under the Companies Act 1994 with its Head Office at Chin Shills Ban, 3, Dullish C/A, Dacha-1000.

The “JEJUNA BANK LIMITED” one of the public limited company in this country and has been operating for over 10 years. The Bank has made a significant progress within a very short period of its existence and occupied an enviable position among its competitors after achieving remarkable success in all areas of business operation. This bank has 73 branches all over the Bangladesh. They have over 1,800 employees and they take pride in being one of the preferred employers in Bangladesh. The Bank is being managed and operated by a group of highly educated and professional team with diversified experience in finance and banking.

The Management of the bank constantly focuses on understanding and anticipating customers’ needs. The scenario of banking business is changing day by day, so the bank’s responsibility is to device strategy and new products to cope with the changing environment. Jejuna Bank Ltd. Has already achieved tremendous progress within only ten years. The bank gives special emphasis on export, import, trade finance SAME finance Retail credit and finance to woman Entrepreneur. The bank has already ranked as one of top quality service providers & known for its reputation.

Bangladesh bank has awarded this Bank as the best primary dealer bank. The bank undertakes all types of banking transaction to support the development of trade and commerce in the country. Jobs service is also available for the entrepreneurs to set up new ventures and BEMIRE of industrial units. Hence, in the current study, the researchers intend to examine whether there are relationships HARM practices (Selection, Motivation, Training and Performance based compensation) and Job Satisfaction in context of Jejuna Bank Ltd. 1.

Statement of the Problem The study (Dyer & Reeves 1995; Hustled 1995; Becker & Gerhard 1996; Guest 1997; cull et al. 1999; Harem & Tastier 1999; Appellate et al. 2000; Ukulele Sings 2004) found that employees performance is related with organizational profit margin. From the literature review, it was revealed that employees work related attitudes are related to organizations HARM practice. Jan, Marts, and Raff (2009) have conducted a study on the relationship between HRS practices (Selection, Motivation, Training and pay for performance).

Another research conducted by Petersen, and Simmons (2008) found my focus would be Job satisfaction. Job satisfaction is the reaction of the workers against the role they play in their work (Broom) (1967, 1999). The studies will designed to investigate the level of achievement of employee’s Job satisfaction of Jejuna Bank Limited in Bangladesh. 1. 2 Purpose of the Study The purpose of this study is to present and test a model that identifies employees Job satisfaction enhance organizational goals in relationship with the practices of selection, Training, Performance based compensation, and Motivation in Jejuna Bank Ltd.

The profits of an organization is very much vulnerable with performance of employees and if the organizations. HARM practice is not appropriate employees also will not to going to perform up to the mark. This research concentrated on specific attitudes like Job satisfaction. The study will further attempt to study and analyze whether practical and possible changes can be made in the working environment of Jejuna Bank Ltd. To improve workplace satisfaction and thereby improve productivity of work leading to long-term benefits to the national economy. . 0 Literature Review This study attempts to evaluate Job satisfaction of bank officers in Bangladesh. It focuses on the relative importance of Job satisfaction factors and their impacts on the verbal Job satisfaction of officers. It also investigates the impacts of bank type, work experience, age, and sex differences on the attitudes toward Job Satisfaction. The result shows that salary, efficiency in work, fringe supervision, and co-worker relation are the most important factors contributing to Job satisfaction.

Private bank officers have higher levels of Job satisfaction than those from public sectors as they enjoy better facilities and supportive work environment. Work experience is found as the second most important factor affecting Job satisfaction. Sex and age differences have relatively lower level of impact on it. The overall Job satisfaction of the bank officers is at the positive level. 2. 1 Job Satisfaction Job satisfaction or employee satisfaction is one of the most used variables in organizational behavior. It is an employee’s attitudinal response to his/her organization.

The study of Job Satisfaction was found to be an essential factor towards to develop the employees’ service ability and still strongly affected the quality of service (Abacus, Yaps, Karate, Vic, 2003). Eagleburger A. L. (1977) gave the meaning of working satisfaction as each employee’s integration effective results towards working role. Each employee may be satisfied with some aspects of work but at the same time, he may not be satisfied with other aspects of the Job which may have a total affect on Job satisfaction. Locke, E. A. 1996) defined Job satisfaction as a satisfactory emotion level that results from the success of the presentment working value. Milieu & Mueller, (1998) found that working environments affect Job satisfaction level. Snipes, Oswald & Ramekins, (2004) explained that Intrinsic factors effect Job satisfaction more than extrinsic factors except in rewards or aspects gained. There are plethora’s of definitions of Job distractions in terms of how people feel about their Jobs and different aspects of their jobs. Ellison and Logon (2002) support this view by defining Job satisfaction as the extent to which employees like their work.

Shoehorning (1993) defines Job satisfaction as an affective or emotional response towards various aspects of an employee’s work. The author emphasis is that likely causes of Job satisfaction include status, supervision, co-worker relationships, Job content, remuneration and extrinsic rewards, promotion and physical conditions of the work environment, as well as organizational structure. According to Creighton (1994), research on Job satisfaction has identified two aspects to understanding the concept of Job satisfaction, namely, the facet satisfaction and overall satisfaction.

These two concepts explained as follows: 2. 1. 1 Facet Satisfaction Facet satisfaction refers to the tendency for an employee to be more or less satisfied with various facets or aspects of the Job Moons, 1988). Creighton (1994) refers to the various aspects or facets of the Job as the individual’s attitude about their pay, the work itself – whether it is challenging, stimulating and attractive, and the supervisors – whether they possess the softer managerial skills as well as being competent in their Jobs. 2. 1. Overall Satisfaction Overall satisfaction focuses on the general internal state of satisfaction or dissatisfaction within the individual. Positive experiences in terms of friendly colleagues, good remuneration, compassionate supervisors and attractive jobs create a positive internal state. Negative experiences emanating from low pay, less than stimulating Jobs and criticism create a negative internal state. Therefore, the feeling of overall satisfaction or dissatisfaction is a holistic feeling that is pendent on the intensity and frequency of positive and negative experiences (Creighton, 1994). 2. Selection Various theories of selection have been developed by psychologists and management scholars Hustled (1995) pointed out earlier that by adopting best practices in selection, inflow of best quality of skill set will be inducted adding value to skills inventory of the organization. He stressed upon the alignment between selection as the skills of employees selected through a rigorous and competitive process can be polished more by way of formal and informal training. Selection practices can block knowledge sharing between groups or departments in firms organized according the functional principle.

Where assessment centers are functionally focused, they can strengthen the sub-cultures of functions and make knowledge sharing between functions very difficult (Currie and Kerri, 2003). Personalities, as well as the colonization of individuals into the culture of the firm (Kristin, 1996; Judge and Cable, 1997). Globe and Barrel (2003) point out that in firms which adopt the codification strategy the development of technological solutions are encouraged, particularly in electronic recruitment and psychometric testing.

Internal promotion is generally seen as a critical way to retain key members of the workforce (Prefer, 2005). Having recruited, developed and trained the “right sort of people”, it is unlikely that managers want to see these workers. 2. 3 Training Training is an ideal way to learn a Job. Management of individual skills is an important aspect of doing business benefits of employee development extend beyond the actual skills gained and their contribution to an individual’s productivity (Benson, 2002).

A table is constructed to resent an overview of the different historical definitions of the construct training. According to Schuler and MacMillan (1984), Training has been identified as an example of a human resource management practice that contributes to gains in competitive advantage. Rainbow (1994) and Hayes and Stuart (1996) defined Training and employee development as a means of engaging the commitment of employees to the enterprise and development of organizational commitment is a process that evolves through stages over a period of time.

Sparrow (1998), Bartlett (2001) defined training can be viewed as a management practice that can be controlled or managed o elicit a desired set of unwritten, reciprocal attitudes and behaviors, including Job involvement, motivation and organizational commitment. According to Palo & Paid (2003), a process of updating the knowledge, developing skills, bringing about attitudinal and behavioral changes and improving the ability of the trainee to perform his/her tasks efficiently and effectively.

Several factors are known to affect the effectiveness of training: behavior of individual learner, the training program, the environment in which the trainee works and the support from the trainee’s immediate supervisor (Mennonites, 2008). 2. Performance Based Compensation There are a growing number of managers within the private sector who now reason that if employee performance results in enhanced organizational performance, then employees should share in the benefits received. In other words, they feel that workers should be appropriately and equitably rewarded for their effort.

Pay practice is one of human resources management practice which normally refers to pay, wage, salary and benefit etc. The pay has an important role in implementation strategies. First, a high level of pay and/ or benefits relative to that of competitors can ensure that the company attract and detains high-quality employee, but this might have a negative impact on the company’s overall labor costs. Second, by tying pay to performance, the company can elicit specific activities and level of performance from employee (None et al. , 2006).

Thro (1994) and Cookie (1996) suggest that reward is an important influence on employees because it creates satisfaction and eventually firms overall performance. However, Aggie and Japan (2005) did not find a positive relationship between reward level and TTS implementation. In spite of this, they found that when rewards are accompanied by a desirable leadership style, the employees are inclined to practice TTS. The results of Gomez-Mejia ‘a and Balkan (1992) show how group incentives may complement individual incentives rather that substitute for them.

Finally, Allen and Gillian (2001) found a moderator effect of reward practices between TTS and performance. Reward systems indicate what the organization values and shapes individuals’ behavior. Studies on knowledge workers have found that they tend to have a high need for autonomy, significant drives for achievement, stronger identity and affiliation with a profession than a company, and a greater sense of self- erection. These characteristics make them likely to resist the authoritarian imposition of views, rules and structures (Desires and Hilltop, 1995; Herbert, 1997; mixtures of rewards is needed to motivate knowledge workers.

These include: equitable salary structures; profit-sharing or equity-based rewards; a variety of employee benefits; flexibility over working time and location, as well as being given credit for significant pieces of work. 2. 5 Motivation Numerous organizations are competing to survive in this ever increasing challenging and volatile market environment. Motivation and Performance of employees are powerful tools for the Eng-term success of the organization. Performance measurement is a critical characteristic of organization’s management since it reflects the progress and achievement of the organization.

The root of motivation to achieve the desired goal can vary from individual to individual. For instance, one employee may be motivated in his work to earn higher commission, whereas another employee may be more interested for its satisfaction or the surrounding environment solely (Tighten & Myers, 1998). The major factors of motivation are one’s needs, rewards, wealth, determined goals, beliefs and dignity (Broom, 1990). Moreover, failure, achievement or else liability may motivate employees to carry out forceful devotion to their work.

There are a number of methods to motivate people such as rewards, punishments, actions to satisfy needs, psychological processes, etc. Mullions (1996, p. 520) states that “motivation is a process which may lead to Job satisfaction. ” Mullions (1996) concludes that the content theories of motivation are specifically related to Job satisfaction and assume a direct relationship between Job satisfaction and improved performance, while the process theories contemplate in more detail the relationship between titivation, satisfaction and performance.

According to Calder (2000), motivational theories can be classified into two categories, namely, content theories and process theories. According to Kormas (1971) and Threaten (1979) cited in Arnold’s and Boohoos (2001), individuals with high self perceived ability and self-image are more likely to be higher achievers on task performance than those who have a low self-perceived ability, low success expectancy and low self-image.

Motivation explains what organizations can do to encourage people to apply their efforts and abilities in ways that will further the achievement of the organization’s goals as well as satisfying their own needs (Armstrong, 2001, p. 155). Crone, Du Soot, Marcia and Motorola (2003) further posit that content theories highlight the factors within people that guide behavior, whereas process theories focus largely on why individuals opt for certain behavioral choices to satisfy their desires and how they assess their satisfaction after they have attained their objectives.

Focusing on the research problem, this study will utilize (Armstrong, 2001, p. 155). 3. 0 Development of Conceptual Framework The developed conceptual framework for the proposed study is presented below: Selection HARM Practices Performance based compensation Motivation Training Figure 1 : Developed Conceptual Framework of Research Variables and their relationships. 3. 1 Research Question 1. Is there a significant relationship between HARM Practices and employees Job Satisfaction in context of Jejuna Bank Ltd. In Bangladesh? . 2 Hypothesis 1 . There is a significant relationship between HARM Practices and employees Job Satisfaction in context of Jejuna Bank Ltd. In Bangladesh. 4. 0 Research Methodology 4. 1 Research Design The conceptual framework (Figure 1) illustrates the name of research variables and relationship within them. The research questions and hypotheses clearly support this model. In this study, the researchers are going to investigate the relationship between HARM practices and employees Job satisfaction of Jejuna Bank Ltd.

When researchers investigates the effects of the measuring variables and analyses the relationships among the variables, the design is known as Co- relational (Grazing & Railing, 1997; Azimuth, 2000). That is why a Co-relational research design has been selected in order to find out the appropriate answers of the research questions and to test the hypotheses. The model also suggests this type of design. Hence, HARM practices like; selection, training, performance based compensation, and motivation are independent variables and Job satisfaction is considered as dependent variable.

The research will use a correlation study to establish the existence of relationships between the measured variables. In this research, the researchers intend to identify whether any relationships exists between these measured variables or not. A Co- relational study provides a measure of the degree between two or more variables. Therefore, the present study will be characterized as a co-relational study. 4. 2 Research Approach To investigate research questions, the researchers will gather information from all the employees of JOB who is currently appointed at Mikhail branch of JOB at Dacha.

And use questionnaire for collecting information. 4. 3 Sampling Method The study will be conducted at Mikhail branch of Jejuna Bank in Dacha . The research will be conducted only to the employees of Mikhail branch of Jejuna Bank. Therefore, the question will be distributed via a convenience and it is a probability sampling method. The sample size was 35 in this case. 4. 4 Survey Instrument The researcher required primary data to investigate the research problem. Because, it was found that there was lack of secondary data (e. G. Articles, journals, magazine, and records on human resource management) in the case of JOB. To collect data from the primary sources, the researcher used questionnaire and interview methods. In order to gain information from the bank employees the researcher used the questionnaire method. The questionnaire was a useful method to collect data from employees for the following reasons. First, survey about 35 employees of the Mikhail branch of JOB. Second, the existing study was about unenthusiastic to confer these issues with an interviewer. The survey questionnaire consists of three parts.

The first part is about the demographic characteristics of the respondents such as age, gender, educational background, experience in existing organization and yearly income. The second part is in regard to HARM practice. The question items of HARM practices used in this part are based on the study done by Droller (2003) and it contains 8 questions. All answers to the questions are Yes, No, I Don’t Know. Miss” responses were coded as 1; “No” responses were coded as 2. “L don’t know’ responses were coded as 3. The last part contains 10 Job satisfactions.

All are five point liker scales ranges from 1 (Strongly Disagree) to 5 (Strongly Agree). The researchers will follow one to one interview for the intension of collecting in depth information. 4. 5 Data collection The present research is a unique and new for Jejuna-Bank Ltd. As a result, secondary sources of data were not available for the present study. Therefore, the study will require primary data to investigate the research questions. To collect data from the primary sources, the study will use questionnaire survey method. 4. 6 Data analysis The proposed study was a correlation study.

As a result, after collecting the data the study used co- relational matrix to identify whether relationships exists between the measured variables or not. Beside this the researcher calculated the mean and standard deviation of the four independent variables, to identify the variable have most influence on Job satisfaction or not. For this researcher used SPAS 12. 0 because it is such a statistical data analysis tool that offers greater flexibility in data analysis and visualization. 5. 0 Result Analysis 5. 1 Reliability coefficient and descriptive statistics Table: 1 Reliability Coefficient and

Customer Satisfaction

Victory of any business rests on consumers who are willing to accept and pay for the products. The firms must be aware of what must be monitored continuously for assured success According to Phillip Kettle “Satisfaction is a feeling of pleasure (or) disappointment resulting from comparing through perceived performance in relation to his her exception”. Since customer satisfaction is an important goal of any marketing program it is necessary to establish factors which help satisfy the customers. Quality * Fair price * Economic & Efficient Efficient delivery * Serious consideration After sales service Meaning of customer Satisfaction Customer “He is not dependent o n us, we are depended on him. He is not an interruption of it. He is not an outsider on our business; he is a part of it. We are not doing him a favor by serving him; he Is doing us a favor by giving us an opportunity to do so. In general sense, the most Important reason for studying consumer behavior Is the significant role It plays In our lives much If our time Is spent directly In the market place, shopping or engaging in other activities.

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Customers have to play a major role n protecting themselves from the clutches of the business men. Customers are governed more by attitudes and sentiments than by the impulse of the moment. The customer will experience some level of satisfaction or dissatisfaction after purchasing the product. The marketer’s Job does not end when the product is bought continues into the post purchase period. A buyer Is satisfied of dissatisfied with a purchase when Is a relationship between the consumer’s expectation and product perceived performance.

If the product matches customer expectations, the customer Is satisfied. If It falls short, the customer Is dissatisfied. & where to buy, if has become necessary to provide quality products. A quality product is one is designed to serve the customer needs and is devoid of any faulty companies that offer a fair price for a product which are better able to complete in the market. A preference for a particular brand indications the customer attitude towards it. Hence, a company should endeavourer to develop a set of favorable attitude of the customer towards its company and its product.

In the recent year, there is a growing awareness among customers towards quality and health consciousness. The marketing concept emphasis that it is not enough if a firm has customer orientation, if is essential that such an orientation lead to customer satisfaction. The concept underscores that no firm can afford to ignore the satisfaction of the customers, it counters the temptations of short sighted aptitudes towards customer satisfaction. It has been widely recognized that customer satisfaction. It has been widely recognized that customer satisfaction shall be the key to satisfying the organizational goals.

Among The Important Responsibilities of The Business To The Customers Are To do R&D, to improve quality, introduce better and new products. * To take appropriate steps to improve the imperfections in the distribution system. * To supply goods at reasonable prices even when there is a seller’s market. * To Ensure that the product supplied has no adverse effect on the customers * To provide sufficient information about the products. * To avoid misleading the customer by improper advertisement. * To provide an opportunity for being heard ; redress genuine grievances.

COMPANY PROFILE Marti Suzuki India Limited is a publicly listed automaker in INDIA. It is a leading four-wheeler automaker manufacture in south a Asia. Suzuki Motor Corporation of Japan holes a majority stake in the company. It was the first company in Indications- produce and sell more than a million-produce and sell more than a million cars. It is largely credited for having brought in an automobile revolution to India. It is the market leader in India and on 17 September 2007, Moratoriums was renamed Marti Suzuki India Limited.

The company headquarter is in Gorgon, Harlan. Marti Suzuki is one of Indian’s leading automobile manufactures and the rarest leader in the car segment, both in terms of volume of vehicles sold and revenue carded. Moratoriums Limited (MULL) was established in February 1981, though the actual production commenced in 1983 with the Marti 800, based bib the SUZUKI Alto Eke car, the Hindustan Ambassador and premier padding were both around 25 years out of date at that point Through 2004, Martha has produced over 4 million vehicles.

Marti are sold in India and various several other countries, depending upon export orders. Models similar to Marti (but not manufactured by moratoriums ) are sold by Suzuki ND manufactured in Pakistan and other South Asian countries. The company annually exports more than 50,000 cars and has an extremely large domestic market in India selling over 730,000 cars annually. Marti 800, till 2004, was the Indian’s largest selling compact car inner since it was launched in 1983.

More than a million units of this car have been sold worldwide so far. Due to the large number of Marti sass sold in the Indian market, the tent “Marti” is commonly used to refer to this compact car model. Till recently the term “Marti”, in popular Indian culture, was associated to the Marti 800 model. Marti Suzuki was born as a government company, with Suzuki as a minor partner to make a people’s car for middle class India. Over the years, the product range has widened, ownership has changed hands and the customer has evolved.

Marti Suzuki India Limited (MISS), a subsidiary of Suzuki Motor Corporation (SCM), Japan is the leader in passenger Coors (PC’S) and multipurpose vehicles (MAPS) in India accounting for nearly 50 for cent of the total industry sales. In 2009-2010 the company sold 1 vehicles. Thus comprised 870,790 vehicles in the domestic market and 147,575 vehicles in export markets. Cumulatively, it has reduced and sold over 8 million cars. The total income of the company for 2009-2010 stood at rubes 301 , 198 million Marti Suzuki has a strong balance sheet with reserves and surplus of RSI. 16. 9 billion and debt ratio of 0. 07 as on 31st March, 2010. MISS is a public limited company and is listed on Bombay Stock Exchange Limited and National Stock Exchange of India Limited. SCM is the majority shareholder with 54. 21 equity stake in the company. MISS has two manufacturing facilities in Surgeon and Amnesia, Harlan, India, with a combined manufacturing capacity of over 1 million cars per annum. In terms of number of cars produced and sold worldwide, the company is the largest subsidiary of SCM. Japan.

Surgeon Plant Spread over an area of meters with a capacity to produce over engines per annum, the Surgeon facility houses three fully integrated plants having a combined manufacturing capacity of over 700,000 vehicles per annum and a state-of-the-art K-series casting engine plant which employs global manufacturing Amnesia Plant Amnesia is the Company’s latest car assembly plant which was started in February, 2007. This plant has a capacity to produce over 300,000 units per annum with an additional capacity of 250,000 cars per annum, the operation of which began in 2009-10.

R & D Test Course In 2009-10, 700 acres of land in Rotary, Harlan have been procured by the company for setting up a world-class test course for R & D. MISS provides its customers with ” one-stop-shop” experience such as Automobile finance, Automobile insurance, Marti Genuine Parts and Accessories, Expended Warranty and Marti Certified pre-owned cars. The Company had 341 pre-owned car outlets in 198 as on 31st March, 2010. MISS has largest sales and service network amongst car manufactures in India. It had 802 sales outlets in 555 cities and 2740 service workshop in 1335 cities as on 31st march, 2010.

The service network of the company includes Dealer Workshops. Marti Authorized Service Stations (AMASS), Marti Service Masters (MS) and Marti service zones (MS). Export Sales of the company touched 147,575 units, its highest ever. This is a 11% growth over the previous year’s total of 70,023 units. Europe has accounted for over 75% of the sales. On a cumulative basis, the exports crossed 700,000 units. Currently the company is exporting to 98 countries in Europe, Asia, Latin America and Oceania. IN 2009-10, the Company sold vehicles.

This comprised 870,790 vehicles in the domestic market and 147,575 vehicles in export markets. Cumulatively, it has The total income of the company for 2009-10 stood at RSI. 29,623 billion. Marti Suzuki has a strong balance sheet with reserves and surplus or RSI. 116. 9 billion and debt equity ratio of 0. 07 as on 31st March, 2010. MISS is public limited company and SCM is the majority shareholder with 54-21% equity stake in the company. In 1953, the government of India and the Indian private sector initiated manufacturing processes to help develop the automobile industry, which had merged by the asses in a nascent form.

Between 1970 to the economic legalization of 1991 , the automobile industry continued to grow at a slow pace due to the many A number of Indian manufactures apprenticed government restrictions. The establishment of Moratoriums. A number of foreign firms initiated Joint ventures with Indian companies. Timeline of Indian automobile industry: 1897 First person to own a car in India- Mr… Foster of m/s Crampon Greaves company,Iambi 1901 First Indian to own a car in India- Mrs…